Examinando por Materia "Lean manufacturing"
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Ítem Aproximación del enfoque por procesos y principios Lean para la producción de índigo en una empresa textil(Universidad EAFIT, 2010) Pérez Rave, Jorge lván; Benavides Torres, Milton Ignacio; Universidad de AntioquiaÍtem Benchmarking methodology on lean manufacturing in the apparel industry(Fraunhofer-Verlag, 2011-01-01) Juan Gregorio, A.P.; Victoria Eugenia, B.H.; María Jimena, R.M.; Juan Gregorio, A.P.; Victoria Eugenia, B.H.; María Jimena, R.M.; Universidad EAFIT. Departamento de Ingeniería de Producción; Gestión de Producción y LogísticaThis project provides the methodology to apply a Benchmarking approach between different companies in the apparel sector, the aim of the project is to evaluate the implementation degree of Lean manufacturing in their productive processes, specifically companies that produce blue jeans, T-shirts and polo shirts. This industry sector is very developed in the city of Medellin and it is one of the most dynamic industries, hence the interest in evaluation. For the Benchmarking methodology development, a questionnaire is needed to be constructed and applied in different companies in the city, the most important result was that, the implementation of Lean manufacturing techniques are not widespread among the industry and only those with big experience as exporters or international brands licensees are more advanced in their application and development.Ítem Diseño de la operación del laboratorio corporativo de una empresa de bebidas no alcohólicas bajo el modelo de gestión por procesos(Universidad EAFIT, 2021) Gómez Escobar, Isabel Cristina; Sánchez Argota, Estefanía; Orejuela Gómez, Jonny Javier; Hernández López, Juan DavidObjective: Designing the laboratory operation of a non-alcoholic beverage company, under the process management model. Method: This professional scientific intervention work was carried out through the implementation of 4 phases: Phase I. make a diagnosis of the current state of the processes of the company corporate laboratory. Phase II. Analyzing the laboratory operation against the expectations, requirements, and needs of the processes that the laboratory supports. Phase III. Identify aspects of improvement, areas and processes where continuous improvement tools can be applied. Phase IV. Propose a process management model for the corporate laboratory and suggest opportunities for improvement. Results: In Phase I, the current state of the company corporate laboratory process was diagnosed. In this phase, the characterization of the process, objectives, risks, indicators and its capacity were defined, identifying with historical data the capacity for physicochemical, microbiological and sensory analysis. In phase II, an analysis of the corporate laboratory's operation was carried out and its clients were surveyed to identify aspects for improvement. In phase III, some lean manufacturing principles were identified, identifying waste and applying continuous improvement tools. In phase IV, tools such as the 5 S and A3 were implemented, seeking to optimize the process flow and create added value in some activities of the process with the aim of increasing customer satisfaction. Additionally, a process management model was proposed with recommendations for improvement to optimize the operation of the corporate laboratory. Conclusions: The company corporate laboratory process requires a process management model to be implemented, that allows it to optimize its activities and operate more efficiently to meet the needs and expectations of the processes that the company supports.